Strategy development and 7s-Framework

The 7-S framework is used to be define and analyse the essential elements of an organisation. The model views an organisation in a holistic manner, with seven interconnected components.

Der Erfolg des UN hängt von sieben miteinander verbundene Faktoren ab. Alle Faktoren müssen aufeiannder abgestimmt sein, damit ein UN effizient funktioniert. Alle sieben Faktoren beeinflussen sich gegenseitig. Wenn ein Bereich verändert wird, müssen häufig auch andere angepasst werden (z.B. neue Strategie → neue Prozesse → neue Qualifikationen).

Ziel des Modells:

• Analyse von Unternehmensstrukturen

• Unterstützung bei Strategie- und Organisationsänderungen

• Identifikation von Verbesserungspotenzialen

• Unterstützung von Change Management Prozessen

(How to use it)

• Strategy - an organizationally agreed objective and plan to achieve it within the business environment in which the company operates

• Structure - the structure of the organisation and the coordination of functions and herachies within that structure

• Systems - the processes and procedures which enable the company to conduct its business

• Style - the dominant styles of management and operation within the organization

• Staff - the people within the organisation that can be deployed and managed effectively

• Skills - the capabilities of the workforce and the organisation as a whole

• Shared values - known as superordinate goals in the original paper, these are the goals, aspirations and values commonly held across the organisation

Hard Factors (leicht messbar)/ hardware

Strategy (Strategie): Langfristiger Plan zur Erreichung von Unternehmenszielen und Wettbewerbsvorteilen (z.B. Markterschließung, Digitalisierung).

Structure (Struktur): Aufbauorganisation des Unternehmens (z.B. Hierarchien, Abteilungen, Organigramm).

Systems (Systeme): Prozesse und Abläufe im Unternehmen (z.B. IT Systeme, Controlling, Reporting).

Soft Factors (schwerer messbar)/ software

Shared Values: Gemeinsame Werte und Unternehmenskultur (z.B. Innovation, Kundenorientierung). Siebilden den Kern des Modells.

Style: Führungsstil der Manager (z.B. autoritär, kooperativ, partizipativ).

Staff: Mitarbeiterstruktur und Qualifikation (z.B. Motivation, Personalentwicklung).

Skills: Besondere Fähigkeiten und Kernkompetenzen des Unternehmens.

• To analyse the relationship between essential elements in an organisation and prioritise improvement plans

• To ensure an organization is set up correctly to implemet a proposed startegic plan successfully

• To examine the likely effects of planned change within an organisation

• To align departments and processes during a meger or acquistion

Style x Staff = Main issue: Top-down-Management (One way communication and management decisions) 

Staff x Style = If the Staff is not living the strategy it won´t work

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Shared Values vs. Staff

Conflict: If the shared values     (company culture) are not aligned with the type of employees hired, it can     lead to misalignment in behaviors and performance. —> Example: A company that values innovation may struggle if it hires employees who are more comfortable with routine work and less willing to take risks.

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Skills vs. Style

Conflict: The leadership style may not align with the skills required to execute the strategy. For example, a company with a highly autocratic leadership style might face challenges in an environment where collaborative problem-solving and leadership are essential.

a)

• hard factors: openly visible, measurable by hard criteria such KPI (key performance indices), can be checked and compared —> Hard factors are easily measureable (quantifiable, clear defined)

• soft factors: less tangible because we describe for example shared values which are not measurably by KPIs. Soft factors are subject to constant change. As for example skills can be regularly adjusted and improved according to the company's requirements. —> Soft factors are more difficult to measure (intangible: immateriell / nicht greifbar and subjective)

b)

• hard factors: strategy, structure, systems

  1) Strategy: Analysis of the target group in Indonesia and the organisation of sales, selection of the right key figures to measure success.

  2) systems/processes: How are processes established in Indonesia? How are they coordinated?

• soft factors: style, skills, shared values, staff

  1) cultural differences and expected management: How are instructions from the management communicated to the staff (top down, bottom up, etc.)? How can we incentivise the employees in Indonesia to increase sales?

  2) Skills: What skills and competences do the employees in Indonesia have? Are they willing to learn or are there any staff development opportunities?

= a well-known method for strategiy development, in which managers analyze and develop the orientation of a company from a total of seven different perspectives.

• Looking behind = look at the company´s path so far. WHich strategies have proven successfu? Which strategies have not?

• Looking beside = look at competitors and their strategies (in the context of benchmarking)

• The view from above = look at the overall market environmental and at current and forecasted future developments. For example the STEP analysis (social, technological, economic, political factors)

• The view from below = look inside the company. WHat about sales, profits, strengths and weaknesses (SWOT)?

• Looking ahead = A look at future scenarios generated from the results of previous perspectives for developing the markets but also one´s own organization

• Looking beyond the horizon = A creative viwe of what e.g. potential the company may still have; of what direction its development may takein the future. Includes creative techniques but not forecast

• Perspective of implementation = Looking at the implementation of the definied strategy

• Perspective of implementation

= Verhalten von UN

= implementiert, eingesetzt, verwendet